“Only through engaged conversations over time can managers create failure-tolerant work environments that invite innovation. This is not to say that a major achievement shouldn’t be applauded, or that repeated, avoidable mistakes should be tolerated. But astute managers mark the daily progress of small successes and failures with an evenhanded, open curiosity about the lessons learned and the next steps to take.”
— Richard Farson, in a 2002 HBR article on The Failure-Tolerant leader.
(Via Dan Shaffer)
“Only through engaged conversations over time can managers create failure-tolerant work environments that invite innovation. This is not to say that a major achievement shouldn’t be applauded, or that repeated, avoidable mistakes should be tolerated. But astute managers mark the daily progress of small successes and failures with an evenhanded, open curiosity about the lessons learned and the next steps to take.”
— Richard Farson, in a 2002 HBR article on The Failure-Tolerant leader.
(Via Dan Shaffer)